TCF Bank 2015 Annual Report Download - page 7

Finally, I expect the investments we have made in our
enterprise risk management function over the past few years
to be a driver of positive operating leverage moving forward.
We have worked hard to build a best-in-class program that
will reduce balance sheet risk, minimize future losses and
ultimately benefit the bottom line.
Core Funding
If the engine of our growth is strong loan and lease
originations, then we need to ensure we have a stable and
consistent source of funding to keep it running. Core funding
growth enables us to meet the growing demand for our
loan and lease products. Our funding strategy is primarily
anchored by a low-cost deposit base, of which more than
90 percent are insured by the FDIC. Sustaining this strategy
requires us to continue increasing the quality of our deposit
accounts while reducing attrition. We have been successful
in doing this but, as competition for customers increases,
we need the right combination of technology, products and
services to capture additional market share.
We are committed to making smart and strategic invest-
ments to deliver a differentiated customer experience that
is in rhythm with the needs of our customers. This means
delivering the right solutions, in the right way whenever and
wherever our customers need them. Throughout 2015, we
introduced new technologies, enhanced existing service
channels and delivered resources to our team members that
helped them provide a consistently good customer experi-
ence. This combination of investments ultimately improves
our standing in attracting new customers while strengthen-
ing our relationships with existing customers. New product
offerings such as credit cards and mortgages give us addi-
tional opportunities to capture greater wallet share.
M&A opportunities may also provide a way for us to
supplement our funding capabilities. A potential deposit
acquisition that makes sense for us will be prudently
evaluated. Nonetheless, we continue to invest in our retail
franchise to effectively fund our strong loan and lease
growth into the future.
Our responsibility to shareholders is to generate growth
prudently while managing risk and our credit profile. This
is why we consistently emphasize the importance of a
strong enterprise risk management and credit culture. The
investments we have made in these areas are helping us
make better decisions, more effectively manage our risks
and ensure we have the processes and accountabilities in
place to meet and exceed today’s regulatory requirements.
MOVING AHEAD IN RHYTHM AS ONE
We would be remiss if we did not acknowledge the one
critical component that makes all of our success possible: our
team members. Their passion, hard work and commitment
to living by our mission, vision and values is what makes
TCF a great company. We are also fortunate to have a strong
board with the diverse skills and expertise necessary to
lead our bank in today’s environment. We appreciate their
support and guidance.
With the chairman and CEO roles now split, you have our
commitment that we are aligned on our strategy for the
future and the pathway we will follow to achieve strong
results in 2016 and beyond. We appreciate and respect the
trust you have placed in us and the expectations you have of
us as an investor in our company. We are In Rhythm As One.
We are “One TCF.”
Craig R. Dahl
Vice Chairman, President and Chief Executive Officer
William A. Cooper
Chairman of the Board
Cooper Innovation Award
We established the William A. Cooper Innovation Award
in 2015 in recognition of his 30 years with TCF. It is given
annually to team members who embody Mr. Cooper’s
pioneering spirit of innovation, leadership and service.
The first William A. Cooper Innovation Award was given
to President of National Residential Lending Mark Rohde,
and members of his team. The business has demon-
strated consistent growth and also great success from a
customer experience standpoint in servicing the portfolio.
5